SAFA Skysailor Magazine

4 SKY SAILOR May | June 2022 SAFA Strategic Plan Members will be aware that SAFA has a well-publicised Strategic Plan and that dif- ferent aspects of it have been progressed in recent years. Strengthening our governance by evolving from an Incorporated Association to a Company Limited by Guarantee was a significant reform. Progress has also been made in rewriting and modernising our range of policies and procedures to meet contemporary community standards and provide the necessary basis to support our intent to become a Part 149 organisation. Initiatives such as our Member Consultation Process, the establishment and recruitment of a Safety Management Officer, and the restructuring of a very lengthy and cumbersome Operations Manual into the more functional trilogy of documents that now exist are all steps along the journey to becoming a better functioning member centric organisation. Updating SAFA’s Safety Management System and reforming appropriate policies to reflect procedural fairness obligations are further examples of progress. Improving our governance has also driven a greater focus on identifying and managing organisational risk in data security, financial management, and process efficiencies and meeting our more onerous compliance obligations. Until now, much of our focus has necessarily been on modernising how we govern and manage ourselves and improving how we provide services to our members. But many of our remaining goals require an external focus to identify and pursue opportunities beyond President’s Update by Paul Green